Author: CB Bowman

  • Can You Reshape The Brain’s Response To Pain?

    Jeannine, who is 37 and lives in Burbank, Calif., has endured widespread pain since she was 8. She has been examined by dozens of doctors, but none of their X-rays, MRIs or other tests have turned up any evidence of physical injury or damage.

    Over the years, desperate for relief, she tried changing her diet, wore belts to correct her posture and exercised to strengthen muscles. Taking lots of ibuprofen helped, she says, but doctors warned her that taking too much could cause gastric bleeding. Nothing else eased her discomfort. On a pain scale of 0 to 10, her pain ranged from “7 to 9, regularly,” she says.

    Around 50 million Americans suffer from chronic pain. Most of us think of pain as something that arises after a physical injury, accident or damage from an illness or its treatment. But researchers are learning that, in some people, there can be another source of chronic pain.

    Repeated exposure to psychological trauma, or deep anxiety or depression — especially in childhood — can leave a physical imprint on the brain that can make some people, like Jeannine, more vulnerable to chronic pain, scientists say. (We are not using her last name for reasons of privacy.)

    Jeannine was eventually diagnosed with fibromyalgia — a condition characterized by widespread pain throughout the body, among other symptoms. The cause is unknown and likely varies from person to person.

    The pain Jeannine experienced was physical. She’d feel “lightning bolts, kind of going up through my shoulders to my neck to my head,” she says. Other times, she’d suddenly experience the shooting pain of sciatica in her legs, and she often suffered from a “grinding pain” in her hips. “I would feel like I can’t walk anymore — it was just so very painful to walk.”

    Then, about eight months ago, a friend suggested something else — emotional awareness and expression therapy.

    Jeannine was skeptical. She’d periodically seen a counselor in “intensive therapy” over the years, and still, her terrible pain persisted.

    But EAET, she learned from her clinical psychologist, Laura Payne, is a different sort of psychotherapy. It’s one of several behavioral therapies (among other interventions) included in a report from the U.S. Department of Health and Human Services titled “Pain Management Best Practices.” According to the report, published May 9, “Research indicates that EAET has a positive impact on pain intensity, pain interference, and depressive symptoms.”

    EAET was developed in 2011 by psychologist Mark Lumley at Wayne State University and his colleague Dr. Howard Schubiner. It combines some techniques from traditional talk therapies (such as probing a patient’s life experience for insight and context) with those of cognitive behavioral therapy, which focuses more on skills training and changing harmful patterns of behavior.

    It’s an emotion-focused treatment, Lumley says, aimed at helping people who are in widespread, medically unexplained pain.

    In a 2017 study of patients with fibromyalgia, Lumley and his colleagues found that EAET decreased widespread pain and other related symptoms for some patients. “In summary,” the researchers concluded, “an intervention targeting emotional awareness and expression related to psychosocial adversity and conflict was well-received, more effective than a basic educational intervention, and had some advantages over CBT on pain.”

    Lumley believes the treatment might also help patients who have other sorts of pain, though that’s yet to be proved.

    So, how does it work?

    For starters, as part of the therapy, Jeannine was asked to begin writing in a daily journal, looking into her past to identify when her problems with pain began.

    “I wrote down all the different health symptoms I’ve had throughout my life,” she says, “pain-wise, but also other things” — anything that had caused her distress.

    For Jeannine, who grew up in an abusive household, there was a lot of distress, and a lot to write about. (We are not using her last name for reasons of privacy.)

    “If I was dressed in a way that my dad thought was too provocative, it wasn’t anything for him to call me a ‘whore,’ ” she says, “and he’d call my mother that too.”

    The aggression was also physical, she says. “Lots of pushing, shoving, hitting and certainly a lot of belts in childhood.”

    It didn’t take much therapy for Jeannine to discover something that startled her. The backaches, stomachaches, headaches and even skin problems she suffered in childhood tended to occur around the same time as the hitting and the yelling.

    It was “just amazing to make that connection,” she says. “I had never really stopped to think about it that way.”

    In facing her unresolved anger and fear through therapy, Jeannine says, she has been able to start healing.

    As a young adult, Jeannine moved out of the house. The abuse stopped. But her pain didn’t.

    Lumley says researchers are finding that this is the case for a number of patients with medically unexplained pain. He says studies have followed people prospectively over the course of years, trying to predict who develops widespread chronic pain.

    “They clearly show that difficult life experiences, adverse experiences in childhood are later predictors of chronic pain — widespread pain — years later,” Lumley says.

    Jeannine says the idea that there could be a connection between her pain today and the trauma she suffered during childhood sounded “kind of crazy” initially.

    “To me it just doesn’t sound logical,” she says. “You think about pain like something [that] hits you. Something hurts; it’s physical. It’s not like something hits you emotionally and then it hurts.” But in fact, that’s exactly how it can happen, researchers say.

    “This is a real phenomenon,” says neuroscientist Amy Arnsten, a professor of neuroscience and psychology at Yale School of Medicine. Under healthy conditions, she says, higher circuits in a part of the brain — the prefrontal cortex — can regulate whether individuals feel pain and how much pain they feel.

    But these higher brain circuits can weaken and even atrophy when we’re exposed to chronic stress, Arnsten says, “especially stressors where we feel uncontrolled or frightened.”

    Fear, depression and anxiety are the sorts of stressors that can weaken these brain circuits, she says, making people more vulnerable to feeling pain. And if those prefrontal circuits aren’t working to help regulate the sensation, Arnsten says, individuals may feel prolonged pain long after a physical injury has healed.

    What’s more, without proper regulation, she says, the brain can generate pain when there’s no physical damage. “The brain actually has pathways where it can go down and control our body,” she says, “and actually create a pain response.”

    And that pain is very real.

    The same thing can happen to adults who suffer trauma, Lumley says. But, when it starts in childhood, that sort of cycle can set in motion a lifetime of chronic pain.

    “Most people don’t necessarily outgrow so easily some of those difficult early-childhood experiences,” he says. “Even though one’s life might look good now, people still remain haunted, as memories or thoughts about family come to the fore.”

    And that was what was happening to Jeannine at a specific time every day during the week.

    “Literally on the drive home, I would start getting pain,” she says.

    At first she thought it might have to do with her long commute or maybe how she was sitting. So she got better lumbar support and put “heating elements” in the car’s seat.

    But in therapy she realized it wasn’t the car or the commute. It was going home.

    “Nothing bad is meeting me here on the drive home,” she says. “But when I was younger, walking home was like, ‘Ahhh, I go back there again?’ It was just a dreadful feeling of ‘Now I have to go back to that environment.’ My house never felt like a safe place for me.”

    After her mom passed away years ago, Jeannine retrieved aloe plants from the family home to integrate into her yard today. Confronting the feelings triggered during past family traumas has been key to healing in many ways, Jeannine says.

    Fear, she realized, had carried over into her relationships as an adult too, even though she’s now happily married and holds a good management job in a large corporation. She had become deeply hesitant to ever express negative feelings she feared might alienate family, friends or colleagues at work.

    “So I decided not to speak honestly. That was my M.O.,” Jeannine says. And that would often be followed by physical pain. In her mind, in such instances, it was easier just to deal with the pain than run the risk of losing the emotional connection with people she cared about.

    Today, using the tools of EAET, Jeannine says she has learned how to confront what happened to her as a child and begin the process of healing as an adult. She has learned to be more honest with herself and others about what she really thinks and what she wants.

    Lumley says EAET helps some patients look beneath the shame, fear and guilt they may be feeling now to emotions they experienced during the abuse but long suppressed — anger, sadness or distress over the loss of love.

    Jeannine placed her children’s school art projects next to a small board with the quote “Home is wherever I’m with you” as a reminder that her current home is different from the home she grew up in.

    Patients have to face their fears head-on, Lumley says.

    “Part of facing it means talking about it, giving it some expression with your words and your face and your body.”

    “The insight and perspective we get from therapy can help us feel more in control,” neuroscientist Arnsten says, “and that can put higher brain circuits back online and allow them to regulate our pain pathways, just as they would in a healthy brain.”

    Payne, Jeannine’s therapist, says Jeannine’s journey to health wasn’t easy. “It got very tough and the pain got a lot worse, and it became more persistent.”

    But Jeannine persevered and worked with Payne to complete all the written exercises and discussions that were part of the treatment.

    Just months after beginning therapy, Jeannine began to engage in conversations she had long avoided — being more honest about her feelings with colleagues and her family. “It was the hardest thing I’ve ever done in my life,” she says.

    Now, this is a relatively new therapy, and so far the published evidence of its effectiveness is largely based on one study. More research, with larger studies, is needed to truly gauge its worth.

    There are now some days, Jeannine says, when she’s not in pain at all.

    But Jeannine says the therapy worked for her. Today, she doesn’t avoid situations, people or potential confrontations. She’s relieved. And happy. And her pain, she says, is way down. On some days, she has no pain at all.

    Original Article Click here: https://www.npr.org/sections/health-shots/2019/06/10/727682322/can-you-reshape-your-brains-response-to-pain?utm_source=pocket&utm_medium=email&utm_campaign=pockethits


    MEECO Leadership Institute Executive Coaching Conferences
    Oct 15, 2019; Oct 16-18, 2019…
    Click Here

  • Exit, Stage Right

    It was going to be a graceful bow-out for the “most powerful woman in the world.” But now, German chancellor Angela Merkel is watching her succession plan disintegrate.

    It started when public support for Merkel’s heir apparent, Annegret Kramp-Karrenbauer (frequently referred to as AKK), plunged. At least one news service noted that the majority of Germans see AKK as unfit to lead the country. Meanwhile, Andrea Nahles, the leader of the political party that partners with Merkel’s in Germany’s parliament, abruptly quit after recent poor election results.

    All this means that Merkel’s well-laid plans to end her decade-plus leadership smoothly are on hold—at least until a new succession plan is implemented and a successor becomes obvious. This, of course, is the sort of situation that no government or corporate executive wants to arise.

    Smart firms do spend considerable time and effort on succession plans, but as Germany is discovering, the focus on one candidate can send even well-designed ones awry. “You need a very, very clear picture of what is required,” says Jan Mueller, Korn Ferry’s global vice president for marquee accounts. “You wouldn’t pick a person just because they worked their way up the corporate ladder.”

    Indeed, experts say the drama over Merkel’s successor emphasizes why organizations shouldn’t put all their focus on just one potential successor. Betting on just one candidate will backfire if the heir’s on-the-job performance starts to falter or if they develop health or personal problems that prevent them from even taking the job.

    A better option is to develop and evaluate multiple potential successors over the course of a couple of years. For instance, analysts say JPMorgan Chase’s recently reshuffled management ranks will give the bank a chance to evaluate which of its high-ranking executives could replace longtime CEO Jamie Dimon.

    That type of reshuffling also highlights another idea behind succession planning—the ideal candidate may not be the person who is next in line on the current organization chart. It’s why shrewd firms invest in leadership-development programs throughout the organization, not just in the C-suite. Experts say boards should be finding and developing the next three generations of candidates for CEO and other key leadership roles.

    This type of ongoing succession planning involves a lot of work, of course, and it can continue even after the designated successor takes the top job. Even CEOs or other leaders who have made it through the evaluation process may struggle once they have the top job. If that’s the case, get the new boss a coach, says Werner Penk, a Korn Ferry senior client partner and president of the firm’s technology practice. “Do everything you can to make this person strong,” he says. “No one wants to be seen as someone to be coached, but every single leader in the relevant position has someone whom they can talk to.”

    Authors

    • Werner Penk

    President, Technology

    • Jan Mueller

    Global Vice President, Marquee Accounts

  • Augmented Humanity Will Disrupt Leadership. Are You Prepared?

    Story Highlights

    • AH may help leaders use human traits more effectively for business outcomes
    • Leaders will need exceptional judgment to empathize and understand more
    • Leaders will need to master several new competencies

    According to Gallup research, more than three in four Americans (76%) “agree” or “strongly agree” that artificial intelligence (AI) will fundamentally change the way people will work and live over the next decade.

    No need to wait — augmented humanity (AH) is the next gen application of AI, and it’s already here. Consider the music service that monitors your heartrate via sensor and then selects the next track to soothe your mind or activity trackers that remind you when it’s time to head to bed. Soon, the market will see exoskeletons allowing those who have been paralyzed to walk and contact lenses that are able to detect blood glucose levels for diabetics.

    These products all used to be the stuff of science fiction.

    But as AH gets better, science fiction becomes less fictional — and the probability of an “augmented leader” is growing closer all the time.

    AH will change leadership, but it will never replace leaders.

    The augmented leader is not a human-robot hybrid. (Not yet, anyway.) Rather, leadership augmentation is technology that enables leaders to make fast, sophisticated, data-driven decisions that direct workers’ activities in partnership networks, not through chains of command.

    Consider the universal language translator. Already on the market, this kind of augmentation helps managers communicate directly, make informed decisions and drive higher performance outcomes from increasingly diverse, widespread and complex teams.

    But as AH gets better, science fiction becomes less fictional — and the probability of an “augmented leader” is growing closer all the time.

    But it won’t necessarily make them better at understanding employee’s strengths, aspirations and values. And the ability to make good AI-enhanced decisions will depend on such leadership capacities.

    Leadership competencies and workplace culture are critical in the augmented future of work.

    As McKinsey put it in a recent report, “The hardest activities to automate with currently available technologies are those that involve managing and developing people (9% automation potential) or that apply expertise to decision-making, planning or creative work (18%).”

    Gallup recently studied 550 roles and 360 unique competencies to identify the most essential organizational competencies required for achieving excellence in any role. Seven stood out — building relationships, developing people, leading change, inspiring others, thinking critically, communicating clearly and creating accountability.

    These are human capabilities. AH will enhance them but will not replace them. Neither can AH replace a leader’s creativity, strengths, aspirations, values or ability to make sense of experience. But AI will augment those qualities and help leaders use them more effectively to achieve business outcomes.

    Take, for instance, virtual meeting rooms (VRMs) and augmented reality (AR). This tech allows teams to interact, interface and co-create simultaneously, erasing geographical barriers. Many companies, Accenture among them, already use virtual reality (VR) tech for recruiting to eliminate logistical problems, reduce hiring bias, and accelerate the process. Microsoft’s HoloLens, a VR headset, allows users to instinctually manipulate, design and create while interacting with remote teams.

    Using this kind of technology, leaders could work with their teams to test supply chain enhancements or find fail points on an AR-driven customer journey map, with AI producing the data they need in a flash.

    But unifying people who never see each other on behalf of a hypothetical customer living in an imagined future — and doing it so well that workers can picture the vision clear as day — is a leadership quality. And soon it will be a leadership requirement.

    Orchestrating the efforts of hybrid teams will place demands on leaders’ relationship building, communication, critical thinking, and visioning competencies the likes of which they have not yet experienced.

    This future informed by AH will affect work teams, too. Teams will be comprised of employees, gig-workers and machines working side by side. And the workplace itself will be different. The way teams interact virtually will affect organizational culture, values and ways of working. Systems of accountability and development will have to reflect that new reality.

    Leaders will have an important role to play in ensuring that augmentation and technology do not corrode culture. And that the physical distance between team members does not lead to separation. Orchestrating the efforts of hybrid teams will place demands on leaders’ relationship building, communication, critical thinking, and visioning competencies the likes of which they have not yet experienced.

    Identify key leadership principles that will contribute to success in our augmented future.

    AI and AH can help, but they can’t replace human cognitive functions or the emotional-social interaction. And as our ability to communicate improves, a single unifying purpose that guides the organization’s efforts will become ever more important.

    Perhaps economist Klaus Schwab, founder of the World Economic Forum (WEF), said it the best.

    “We need leaders who are emotionally intelligent, and able to model and champion cooperative working. They’ll coach, rather than command; they’ll be driven by empathy, not ego. The digital revolution needs a different, more human kind of leadership.”

    Companies need to identify the important competencies required of their leadership team. And then they need to intentionally guide leaders to help discover which of their strengths and talents will truly aid in efforts to increase performance and enhance business outcomes.

    These human attributes are, indeed, the ones that will help leaders achieve success. They always have been. But as tech gets better, cheaper and more accessible, the things humans can do that machines can’t will only become more valuable.

    Best to further develop those human qualities now, because the future is already here.

    Learn more about leading with humanity in the era of AI:

    Vibhas Ratanjee is Senior Practice Expert — Organizational and Leadership Development at Gallup.

    Jennifer Robison contributed to this article.

     

  • California is cracking down on the gig economy

    The state Assembly just passed a bill that could give Uber and Lyft drivers basic labor protections for the first time

    By

    California just took a major step in rewriting the rules of the gig economy.

    The state Assembly passed a bill Wednesday that would make it harder for companies to label workers as independent contractors instead of employees, a common practice that has allowed businesses to skirt state and federal labor laws. The bill will now go to the state Senate.

    Hundreds of thousands of independent contractors in California, ranging from Uber and Amazon drivers to manicurists and exotic dancers, would likely become employees under the bill.

    That small status change is huge. These workers would suddenly get labor protections and benefits that all employees get, such as unemployment insurance, health care subsidies, paid parental leave, overtime pay, workers’ compensation, and a guaranteed $12 minimum hourly wage. It also means companies are fuming about the added cost.

    The California bill, known as AB5, expands a groundbreaking California Supreme Court decision last year known as Dynamex. The ruling and the bill instruct businesses to use the so-called “ABC test” to figure out whether a worker is an employee. To hire an independent contractor, businesses must prove that the worker (a) is free from the company’s control, (b) is doing work that isn’t central to the company’s business, and (c) has an independent business in that industry. If they don’t meet all three of those conditions, then they have to be classified as employees.

    That is a much clearer — and stricter — standard of proof than the vague guidelines under federal law. And it’s one of the biggest challenges yet to the profit model of Uber, Instacart, Postmates, and other tech companies that rely on a small army of independent contractors. Uber would likely have to reclassify tens of thousands of drivers in California as employees — something Uber drivers have been fighting for in court, unsuccessfully, for years.

    “Big businesses shouldn’t be able to pass their costs onto taxpayers while depriving workers of the labor law protections they are rightfully entitled to,” San Diego Assembly member Lorena González wrote on Twitter after members voted overwhelmingly in favor of the bill she helped write.

    California businesses have been panicking over the possibility of the bill passing. The state’s Chamber of Commerce and dozens of industry groups have been lobbying for exemptions, and a long list of professions were excluded from the bill: doctors, dentists, lawyers, architects, insurance agents, accountants, engineers, financial advisers, real estate agents, and hairstylists who rent booths at salons.

    Industry groups argue that these professionals are true independent contractors, with their own businesses and power to negotiate work contracts. Lawmakers agreed. After all, the purpose of the bill is to shrink income inequality by helping workers who employers are most likely to exploit. Uber drivers are the loudest in that group.

    Ride-sharing apps have done everything to keep drivers as contractors

    When Uber drivers went on strike across the world earlier this month, much of their frustration had to do with their lack of power as independent contractors.

    Uber’s profit model, like all others in the gig economy, depends on all the money saved from skirting US labor laws.

    By classifying drivers as independent contractors instead of employees, Uber doesn’t need to pay certain taxes, benefits, overtime, or minimum wages to tens of thousands of drivers. As self-employed contractors, drivers don’t have a legal right to form labor unions and negotiate contracts either.

    Uber drivers have spent more than six years fighting the company in court, saying they’ve been intentionally misclassified. They argue that drivers should be considered employees because the company has so much control over their workday, including strict rules on their vehicle conditions, what rides they can take, and which routes to take.

    Uber has fought back, maintaining that drivers are not employees because they set their own schedules and provide their own cars.

    So far, the issue has not been resolved, at least not at the national level.

    Last month, Uber settled the main court case with 13,600 Uber drivers, agreeing to pay them $20 million, but without changing their status as independent contractors. The other 350,000 drivers who were part of the initial class-action lawsuit had signed mandatory arbitration agreements, so a federal judge is requiring them to pursue their cases in a private forum, where they are less likely to win their case.

    But it would be hard for Uber to pass the ABC test if the California bill becomes law; driving people around in cars is a central part of the company’s business.

    Any challenge to the drivers’ status as contractors threatens Uber’s bottom line, which is another reason the bill is so significant

    Uber has been upfront with investors about the risk of a labor revolt. In a recent Securities and Exchange Commission filing, Uber acknowledged that giving drivers the same legal rights as employees would “fundamentally change” the company’s financial model:

    If, as a result of legislation or judicial decisions, we are required to classify Drivers as employees … we would incur significant additional expenses for compensating Drivers, potentially including expenses associated with the application of wage and hour laws (including minimum wage, overtime, and meal and rest period requirements), employee benefits, social security contributions, taxes, and penalties.

    So it’s unsurprising that Uber is not happy about a law that would force the company to hire drivers as employees.

    As employees, gig workers would have a safety net for the first time ever. The changes from the bill would also benefit the state of California, which estimates that it loses $7 billion in tax revenue each year from companies that misclassify employees.

    Misclassification happens more often than you think

    Even though it’s impossible to get precise data on how often employers misclassify their workers, there’s no doubt that it’s a big problem. The IRS, the Government Accountability Office, and the Inspector General for Tax Administration have repeatedly raised concerns about how often employers do this.

    The deputy inspector general for audit at the Treasury Department wrote in a 2009 memo to the agency’s head of enforcement:

    There are employers who deliberately misclassify workers to cut costs and to gain a greater competitive edge. These employers avoid paying their share of employment taxes as well as other expenses such as workers’ compensation, unemployment insurance, and other benefits. Misclassifying employees as independent contractors and not incurring the related costs can give these employers a competitive advantage over employers who treat their workers as employees.

    In September 2011, the IRS and DOL agreed to work together to share information to prevent misclassification and report on their progress each year.

    In 2017, a long-awaited report was published by the Government Accountability Office, analyzing government efforts to combat tax fraud. The report summarized findings from an IRS audit of 15.7 million tax returns from 2008 to 2010. It turns out that about 3 million of those returns involved misclassification, adding up to about $44.3 billion in unpaid federal taxes that were later adjusted.

    Since then, little progress has been made. In December, the Treasury Department said misclassification is still a “nationwide problem” and that the IRS and Labor Department are not doing enough to address it.

    California’s bill is the biggest effort yet to fix the problem.

    A court ruling changed everything

    A 10-year-old lawsuit in California paved the way for AB5. In April, the California Supreme Court ruled in favor of workers in the case, called Dynamex Operations West v Superior Court.

    Workers for a document delivery company called Dynamex Operations West were seeking employment status. The drivers for the delivery service first brought their case over a decade ago, arguing that they were required to wear the company’s uniform and display its logo, while providing their own vehicles and shouldering all the costs associated with the deliveries, and thus should be classified as employees, not independent contractors. (Amazon drivers recently sued the company for similar reasons).

    In May 2018, the state’s highest court agreed with Dynamex drivers. The ruling essentially created the ABC test as precedent, but it only relates to workers seeking minimum wages and overtime pay. The case didn’t address workers’ compensation benefits. It didn’t clarify which workers are entitled to rest and meal breaks, or who has a right to paid parental leave and other guaranteed benefits.

    Many states use some version of the ABC test, but usually just to determine whether someone is entitled to unemployment benefits. Only New Jersey, Vermont, and Massachusetts use the standard to enforce all state labor laws.

    Under federal law, there is no clear standard. The federal courts and the US Department of Labor decide who has been misclassified by weighing multiple factors, including how much control the company has over the worker and how central their work is to the company’s operations.

    If passed, California’s AB5 bill would reflect a major turning point in the post-recession economic expansion. California has the largest state economy in the country and is home to the Silicon Valley tech industry — which means its lawmakers have outsized influence in national politics. The bill could lead other states to take similar action.

    “Here we are in a great economy and yet most working people have no money saved,” Caitlin Vega, legislative director for the California Labor Federation, told me. “[Companies] are doing this because they can, they’ve gotten away with it.”

    Democrats have a veto-proof super majority in California’s Senate and General Assembly, so there’s a good chance that AB5 will become law, making it harder for those companies to get away with misclassifying their workforce.

    Correction: A previous version of this article stated the wrong date for the California Supreme Court’s ruling in Dynamex Operations West Inc. v. Superior Court. It was in May 2018.

    https://www.vox.com/policy-and-politics/2019/5/30/18642535/california-ab5-misclassify-employees-contractors

  • Consigning Gender Inequality to History

    The European Commission is working to compel business towards 40% women on corporate boards, but where will the qualified female leaders come from? Women make up 50% of the EU workforce, but occupy only 22% of top teams. The business world needs more women prepared for and promoted into leadership roles – and not just to meet the EC’s goal. Burgeoning AI and the fourth industrial revolution will transform jobs in a manner that disproportionately impacts women. Business schools’ role is crucial; they must be welcoming places that attract and train experienced women, preparing them for executive roles.

    Over 200 business schools discussed how to increase female engagement and enrollment at October’s EMBA Council Conference (EMBAC) in Madrid. The industry average of 27% women is improving, but more must be done to meet school and corporate goals. Leaders from University of Notre Dame and Executive Core presented recent successes that increased female applicants and drove inclusivity. Their research and experience showed that conversation and male participation are essential elements. Three exemplars included Notre Dame, UCLA, and UC Berkeley, which have held workshops with female and male students. The student-led meetings discussed unconscious bias, shared women’s stories from work and school, and challenged men to make their classes and future workplaces more inclusive. ND students self-produced a video to encourage women to pursue their education and executive roles. All three schools’ women engaged male classmates to affirmatively become “MANbassadors,” individuals pledged to champion and respect women professionally and publicly.

    While EMBAC attendees set a bold goal of 50% women by 2030, business schools and corporations must follow the student lead. Both should develop highly adaptable recruiting strategies, and work to transform cultures and environments to make diverse groups of women feel welcome. Investing capital into high-potential women isn’t sufficient, they need to champion future woman leaders, address gender challenges, and grow the pool.

    We encourage you to find/be your own “MANbassadors,” who can help make the workplace even more equitable to all genders, welcoming, and nimble. Promote dialogue at your organisation, and don’t lose focus. If we’re successful, people will talk less about gender, and make promotion decisions simply on people analytics and positive business results.

    ====================

    About the Authors:

    Barbara Singer, MA, MCEC is CEO of Executive Core – a global firm growing talent development at corporations and business schools, and co-awardee of Association of Corporate Executive Coaches Designated Thought Leader on Talent in 2014.

    Paul Velasco is an academic institution consultant, dedicated MANbassador, and former director at Ohio State University, University of Notre Dame, University of Michigan and the University of Virginia.

  • Boss I Quit!

    Daniel Goleman, author of the bestseller “Emotional Intelligence,” is a regular contributor to Korn Ferry. His latest book, “Altered Traits: Science Reveals How Meditation Changes Your Mind, Brain, and Body,” is available now. 

    In some ways turnover helps any business: new employees infuse the company with fresh ideas and perspectives that can help with innovation and competitiveness. This kind of churn is natural as people seek new employment opportunities for growth, for better engagement, or for simply better compensation.

    But high turnover creates a problem if an organization struggles to retain key employees. One common cause of losing the wrong people: disconnects between leaders and their team.

    I remember working with Dave, the vice president of sales at a mid-sized service company. In recent years, the average tenure of his direct reports had fallen to just over 12 months. Dave was dismissive of the trend, asserting that sales roles are typically high turnover because many people struggle with the frequent rejection sales calls can bring. Of course, it wasn’t that simple. Both high and low performers were quitting, but Dave hadn’t looked that closely.

    His lack of awareness was contributing to a problem that

    was not only affecting his own success, but also the success of the company. Revenues dipped as talented sales people left and inexperienced new hires faced a steep learning curve. At the same time, the company was continually diverting financial resources to recruit, hire, and train new employees who, despite these efforts, were becoming less likely to stick around.

    His insistence that low retention just came with the territory obfuscated one of the main reasons many people who are good at their jobs seek to leave: There was no shared vision motivating them. They felt they were only there to meet a sales quota but weren’t engaged in any deeper way. Their main driver came from the need to hit a target and the fear of reprisals if that target was missed.

    A clear, inspiring vision is vital for team motivation. Research done by Richard Boyatzis of the business school at Case Western University found that leaders who can articulate a vision that their team shares and connects with are viewed as highly effective by both peers and subordinates. When people contribute to work that matters to them, there is an instinctive desire to achieve those goals.

    To overcome these challenges, I recommended Dave spend a day with his team

    and perform a stakeholder analysis. Shifting the focus from how sales success impacts his team to how it impacts the company and their customers reminded Dave that their work doesn’t happen in a vacuum. A study done by Deborah Ancona and David Caldwell at MIT’s Sloan School of Management showed the need for teams to balance internal and external focus. The more inward facing a team is, the more likely they are to become isolated and disengaged from the larger mission.

    Realizing how their work was essential for the business and the customers they served gave Dave’s team something more to engage with. Their success didn’t just mean bigger commission checks, it meant satisfied customers and a healthy company balance sheet to invest in a deeper service portfolio.

    Dave, in short, sharpened two competencies of emotional intelligence: Inspirational Leadership and Organizational Awareness. These can be powerful tools in talent retention, because they help leaders ensure their employees are engaged. And coaching in emotional intelligence can go a long way to ensure leaders have enough awareness to make a change when their approach is no longer effective.

    Authors

    • Daniel Goleman

      Contributor, Korn Ferry Institute

  • The Association of Corporate Executive Coaches elevates the value of executive coaches in the sea of organizational relationships

    by Esther LaVielle

    The Association of Corporate Executive Coaches (ACEC) is an association for master-level executive coaches who focuses on the results of the business side of coaching and who offer a Certification as a Master Corporate Executive Coach (MCEC) through their sister organization MEECO Leadership Institute.

    The association supports best practices to expand one’s executive coaching business to reach the level of an ‘Enterprise-wide Business Partner™’ with their clients. It also provides the opportunity to make valuable high-level connections with organizational leaders and colleagues. “The vision is to have corporate executive coaches be transformation catalysis for the 21st century and beyond, creating organizations of the future,” says CB Bowman, CEO of the ACEC and the MEECO Leadership Institute (the sister association to ACEC). “The mission of both associations is to elevate corporate executive coaching into a recognized critical profession in any organization’s success.” Each applicant must fulfill a list of requirements prior to acceptance into either association.

    Each ACEC member receives the following benefits:

    • Access to a network of like-minded executive coaches who share experiences, data, and provide support for client challenges
    • Discount to the annual executive coach leadership conference presented by the MEECO Leadership Institute
    • Free webinars on business and executive coaching topics and trends
    • Opportunities to source and collaborate with high-level talent within the network
    • Marketing opportunities to sell products and services to colleagues and organizations
    • Incentive programs
    • Researched and curated content
    • Publication of articles for organizations and industry
    • Ability to use the MEECO Leadership Institute™ as a lead generator
    • Increase visibility through Google ranking
    • Ability to present as a Subject Matter Expert (SME) to organizations
    • Ability to qualify for book endorsements
    • Conference speaking opportunities, etc.
    • Opportunity to be certified as a Master Corporate Executive Coach (MCEC) through the MEECO Leadership Institute.

    The benefits to membership in MEECO are similar but organization-focused, which includes the opportunity to select SME (Subject Matter Experts) to assist them through organizational challenges.

    Expansion and growth starts with data

    As the ACEC and MEECO continued to grow, they began looking for solutions to simplify the application process for new members, review and evaluate applications for the MCEC certification, attract conference sponsors, collect data to publish a book, and to ensure they were staying true to the membership base. They were also seeking a better way to collect and evaluate data for organizations who apply for a MEECO Leadership Designation™, a designation for organizations who present best-case behavior related to employee sciences™, corporate culture, and executive coaching.

    Through their membership with TechSoup, ACEC found QuestionPro to be the most viable solution to reach all four business objectives over the past year. Although it took time to learn all of the features and practical applications of the different types of data points collected, ACEC was able to significantly decrease the length of time applicants needed to complete applications. They can collect and organize critical data, and provide an easier way to compare and contrast candidate information to present designations for their sister organization (the MEECO Leadership Institute), as well as track the satisfaction level of its members. All of this is critical to their growth path.

    QuestionPro allows the ACEC and MEECO to focus on the customer experience

    After implementing QuestionPro’s solution,100% of the admissions team, the designation team, and the certification review team were delighted with the smoother process. They were able to review more applicants faster and more efficiently than before. Data collected via surveys through the MEECO Leadership Institute are discussed and shared throughout the network and are opening doors to new sponsorship opportunities. The data collected will also be the foundation for a new book on the topic of executive coaching.

    CB Bowman CEO ACEC “Our main objective for ACEC and MEECO is to be a part of the fabric of organizations and lead transformation and innovation. Without QuestionPro, we were unable to compare, contrast, organize and use data effectively. We’re pleased with the impact QuestionPro has made in our customer experience and look forward to continuing our partnership with them, as we are discovering even more ways to incorporate QuestionPro to streamline our business.”

    – CB Bowman, CEO of the ACEC and MEECO Leadership Institute.

    Original Article click here: https://www.questionpro.com/blog/questionpro-helps-acec-and-meeco-to-focus-on-customer-experience/

  • How Can Executive Coaches Get Hired and Gain Recognition By Organizations?

    Does your client feel underappreciated or undervalued? Are you having trouble finding organizational clients. Then consider thinking out-of-the-box! Consider a new way to market your company!

    Nominate you client for recognition for the work they are doing! Consider nominating them for a “designation” from the MEECO Leadership Development Institute! What better way to attract business bt rewarding thos you are trying to attract!

    ▪︎ Is your client PROUD OF ITS ACCOMPLISHMENTS and wish to showcase and gain recognition for its work in employee sciences, corporate culture, or nurturing leadership development?

    ▪︎ Is your client looking for a RECRUITING TOOL to attract top industry talent?

    ▪︎ Is your client looking for RECOGNITION OF ITS RETENTION abilities to attract high-quality talent?

    ▪︎ Are you are seeking to SHARE KNOWLEDGE AND GAIN INSIGHT as part of an elite group of colleagues with highly effective skills and measured successes in leadership development?

    Apply for the prestigious “MEECO Leadership Development Designation” given by the MEECO Leadership Development Institute; join past recipients such as:

    ▪︎ FORD MOTOR COMPANY ▪︎ MAYO CLINIC ▪︎ L3 TECHNOLOGIES ▪︎ RODHAN+FIELDS ▪︎ UNIVERSITY OF TEXAS MD ANDERSON CANCER CENTER ▪︎ UCLA ANDERSON SCHOOL OF BUSINESS ▪︎ HERMES AITPORTS, LTD ▪︎ RICE UNIVERSITY, DOER LEADERSHIP INSTITUTE

    It is simple to apply select from the category below, click and complete the application we will inform you if you meet the qualifications. Areas of concentration include:

    • Executive Coaching
    • Employee Sciences™
    • Corporate Culture

    DEADLINE: July 15, 2019

    ■ Category 1 Organizations with $5 billion and over (revenue) CLICK HERE

    ■ Category 3 Organizations with $20 million and under (revenue) CLICK HERE

    ■ Category 2 Organizations with $5 billion – $20 million (revenue) CLICK HERE

    ■ Category 4 Academic Institutions & Government CLICK HERE

    QUESTION:

    Which organization(s) do you want to earn this designation and get recognition for your work and their work in leadership development?

    • Take action NOW and APPLY nominate your client
    • RECOMMEND another organization
    • Be a CATALYST for another organization to apply

    WHAT’S IN IT FOR YOU?

    ▪︎ Recognition from a client that you appreciate them and are part of their success!

    ▪︎ If your nominee earns a designation, you receive an invitation to a private dinner at the MEECO Conference and be eligible for a free ticket lottery** to the extraordinary MEECO Leadership Development Black-tie Gala and Conference with 30 exceptional thought leaders sharing future industry trends and solutions – valued at $2,997.00. (https://meeco-conference2019.org/)

    **Non-winners will receive a or a 50% discount to the conference off of the conference ticket price!

    CONFERENCE DETAILS or contact info@meeco-institute.org

    Confirm your relationship with your client as a caring “enterprise-wide business partner™.”

  • Join a New Tribe for Those in the Leadership Development Space

    MASTER-LEVEL CORPORATE EXECUTIVE COACHES: Are you ready to expand your executive coaching business beyond basic core coaching skills to become an “enterprise-wide business partner™” with c-suite F’1000 clients who want more than just pure coaching as defined by limited competencies?

    If you are interested in rolling up your sleeves and redefining what a master-level corporate executive coach means AS PART OF A NEW TRIBE please respond to me by email info@acec-association.org or visit http://acec-association.org to see if you qualify to join and to make a difference.